1. Business Plan FY 2012-13 Presentation to California State Lottery Commission May 24, 2012 Item 8a

2. Outline of Today’s Presentation Review Process and Timeline of Developing the Plan Outline Key Strategies Describe of Major Plan Elements and Tactics Provide High-Level Financial Results from Plan

3. Plan Development Process 3-Year Strategic Plan is a foundation Review of Lottery Industry plus our sales trends, performance measures Strategic Opportunities for growth identified Objectives, Strategies & Plan Tactics developed Plan elements reviewed, analyzed, prioritized based on projected benefits and resource requirements The results is this Proposed Plan

4. Strategic Imperatives from 3-Year Plan 1.Focus on turning around draw game sales 2.Ensure we are getting the most out of Scratchers ® 3.Get the most out of our retailer network 4.Get the most for our marketing dollar 5.Allocate our Resources to maximize profit 6.Foster a performance management culture 7.Focus on building productive stakeholder relationships

5. Strategies for FY 2012-13 Mix of initiatives having immediate sales impact for FY 2012-13 PLUS efforts that deliver sales growth in subsequent years Scratchers continue to be Focus for growth 5 Areas for the Business Plan Strategies: –Product Innovations –Advertising and Promoting the Lottery –Retail Initiatives –Focus on Efficiency and Effectiveness –Building the Capacity Within the Lottery

6. Per Capita Scratchers Sales Much Higher in other States

7. $5 Game: Dominant Price Point in Most Large Selling States

8. Product Development - Scratchers More $5 & $10 Games introduced in FY 2012-13 –9 new $5 games launched (vs. 6 this year) –3 new $10 games launched (vs. 1 this year) There will be two $10 games sold simultaneously starting in September And, six $5 games available starting in July Reduction in $1 and $3 games typically carried

9. Reinvigorate Hot Spot Much like Scratchers, higher prize payout can grow sales and profits –Hot Spot Prize Payout to go to 63% In GA, sales up more than 60% after 6 months

10. Product Development Develop plans to launch first new game since 2008: $2 Powerball R & D efforts for future games and improvements to existing products

11. Advertising and Promoting the Lottery Major Ad Campaigns Quarterly Scratchers efforts for key $5 game MEGA Millions ads run if jackpot above $70 MM Introduction of Powerball Accounts for most of marketing funds

12. Other Advertising and Promotion Efforts Summer Promotion to offset seasonal declines Marketing to current players via our owned Digital Media for other products –Next $10 Scratchers Game, Holiday, Super Lotto Plus –Via Website, Social Media, e-mail to our registrants –Development of an integrated i-strategy Begin development of Loyalty Program –To be launched in FY 2013-14 Renew relationships with stakeholders

13. Retail Initiatives Multiple tactics aimed at increasing retail display of key Scratchers games –Sales Reps to concentrate Visitation Schedule on A, B and C accounts; reducing calls to D & E locations –Field staff to get Business Intelligence Tools –Quarterly Retailer Promotions Purchase and installation of new equipment allowing retailers to expand number of games

14. Retail Display KPI’s and Sales Impact April, 2012: In displaying $5 games, average retailer selling 3.5 out of 5 April, 2012: In displaying the new games, average retailer selling 2.2 out of 3 launched Tens of millions of dollars in Scratchers sales generated if more of the Ideal Games were at retail

15. Need to Increase Retailer Network Scratchers are “impulse” purchases More places = higher sales CA has fewer retailers for its population To be at U.S. average, 4,000 new stores needed Long-term initiative; greater sales impact in future years

16. Focus on Efficiency and Effectiveness Scratchers Ticket Supply Chain Review Upgrade to the Lottery’s current Epicor System Improvements in Contact Center Management System to better handle public inquires Technology requirements for Business Continuity Plan Complete Update of Lottery Operating Manual

17. Building the Capacity Within the Lottery Business Intelligence to provide information to field sales staff Training and Development in how to use data for decision-making Flexible Programming for Retail Incentives Automation of Personnel-related activities Complete Technology Enhancements at District Offices and Distribution Centers

18. Financial Highlights – Sales

19. Financial Highlights - Profits FY 2012-13 will provide over $1.3 billion in profits for California public schools Contributions will increase for the fourth consecutive fiscal year FY 2012-13 will provide the highest total amount to schools in the Lottery’s 27 year history